CHAPTER 6

DIRECTING BY MOTIVATION
Motivation
Motivation of employees is one of the primary of a boss in order to perform
what he wants to do. To influence a worker a worker to follow to follow to
incite him in his ideas, and emotions that would affect his morale and his
operational efficiency. The production of such attitudes whether positiveor
negative in character is a motivated behavior.
MOTIVE is being regarded as internal force that impels an individual to attain
a certain goal or to enable him to desire strongly to do something willingly.
There are classifications of Motive: physiological, social and egocentric.
PHYSIOLOGICAL MOTIVES cause an individual to eat and to drink, and to
maintain body metabolism by elimination of waste. Love and affection is a
social motive this includes the urge for sex. Although sex is biological in
nature, it involves other person that is why it is a social motive. Furthermore,
Egocentric motives involve personal desire for recognition, dominance,
autonomy, and defensiveness.
• In PSYCHOLOGICAL, MOTIVATION refers to the process within an individual that s
timulates or moves him to take a desired course of actions. It is a matter of incitin
g others inner drive, impulse or intention to cause a person to do something or t
o act in a certain way.
• Sanches described motivation as a "goal incentive, which provide purpose and dir
ection to an activity. According to her, tjere are three elements behind motivation
: drive, tendency, and need.
• DRIVE is reffered to us psychological condition in which an organism becomes acti
vated. It is an urged to satisfy something as a result of an internal stimulation. Thi
s inner force affects individual thinking, feeling, behavior and interpretation of val
ues. Satisfying the drive is tending to develop behavioral pattern accompanied by
either feeling of pleasantness or annoying behavior. On the other hand, tendency
is the impulse which implies persistence of directing activities towards a certain g
oals. It is determining aspect when the reactions follow one another in successio
n that established predisposition.
• Lastly, NEED is a lack of something required to satisfy one's existence in the envir
onment. In 1943, Dr. Abraham H. Maslow gave us a blue print to understand hum
an needs. The theory states that people have a certain needs to satisfied ang furt
her seek higher level of needs for satisfaction. These needs become the basic mo
tive of man to stimulate movement to take a desired action.
TYPES OF MOTIVATION
The motivation that the Human Resource Management
may provide to employees' amy classified into: financial
or non-financial, and positive or negative motivation.
1. Financial Motivation- includes all methods involving
money that an employee may recieve as a result of his
employment such as wages or salary, bonus, benefits
commissions, and allowances.
2. Non- Financial Motivation- all non-financial motives of
individual, groups or organization of employees to take
goal - directed actions in order to satisfy certain human
needs such as: physiological needs, safety needs, social
needs, esteem needs, and self actualization.
• 3. Positive Motivation- involves the grant of reward f
or a job well done to employees. These rewards may
take the form of salary increases, promotions, merit i
ncreases, bonuses, and recognition. Employees value
greatly the appreciation or recognition that they get
from supervisor for jobs well done. Managers can be
more effective if only they easily see may opportuniti
es to positively motivate subbordinates daily.
• 4. Negative Motivation- refers to any method of moti
vation taking the form of fear such as fear of losing a
job, reduction in pay, bonus or commission, demotio
n used as penalty for failing to meet organizational st
andard requirements.
• How will I benefit ?" Is a critical question to the motivati
onal process.
• 2. Motivation is a constant process, not something to be
turned on and off like a water tap. Attention must be dir
ected toward toward employee motivational process.
• 3. Everyone is motivated for their reasons not ours, but t
hey are motivated. The key is to ascertain what turns on
their "Internal Motivation" tap.
• 4. Managers, no matter how hard they try, cannot motiv
ate other people. People motivate themselves. Manager
must create a work environment in which the worker is s
elf- motivated.
• DISTINCTIVE ASPECTS OF MOTIVATION
• Motivation has some distinctive aspect in which one should be aware of to
understand people. The following are some noticeable perspective of motiv
ation:
• 1. Motivation represents an energetic force that drives people to behave in
particular ways.
• 2. The drive is directed toward something. In other words, motivation has st
rong goal orientation.
• 3. The idea of motivation is the best understood within system perspective.
• To understand human motivation; it is necessary to examine the force withi
n the individual and their environment that provides them with feedback an
d reinforce their intensity and direction. With this, people should understan
d the basic components of the motivational processas indicated in the follo
wing mode:
• a. needs or expectation
• b. behavior
• c. goals
• d. feedback
• THE WANTS OF WORKERS
• Motivation is greatly influenced by human wants. S
ome of the important wants of the workers are:
• 1. Equitable pay- The employees should feel that th
ey are recieving the right salaries for his services co
mparable to the kind of job.
• 2. Security of Tenure- It's an assurance that the em
ployee is secured in his employment.
• 3. Recognition and promotion- The giving of incenti
ves and adjustment of pay for a satisfactory perfor
mance is an attractive stimulant and creates intere
st to perform well.
• 4. Current Information- It is the tendency of individual t
o know what is going on especially when changes in the
organization are being considered.
• 5. Opportunity for development- One of the basic psych
ological wants of thw individual is " to do the work that
he likes to do." Based on this premise the worker must
be afforded the opportunity to be developed according
to his likes, which he thinks worthwhile.
• 6. Human Treatment- Sison said worker wants to be tre
ated as human with feelings that can be hurt, nerves th
at can be shattered, pride that can injured, hopes and a
mbitions that can be frustrated and the creation of satis
factory working condition is a powerful motivating influ
ence.
• Why Do Employees Lack Motivation?
• Employees lack motivation for some popular reasons such as the follo
wing:
• 1. Lack or unfair compensation programs.
• 2. Poor management attitudes and behavior.
• 3. Intolerable working conditions like overcrowing, noise levels, or lac
k or resources.
• 4. Lack of thorough knowledge of product, services or mission.
• 5. Lack of career development and opportunities.
• 6. Repitative and boring jobs.
• 7. Rejection by co-workers and clients.
• 8. Lack or personal challengers - jobs satisfaction.
• 9. Lack of appreciation and recognition.
• 10. Lack of motivating supervision.
• 11. Lack of quality training.
• 12. Skills not suited for the job.
• Maslow's Theory of Motivation
• According to Dr. Abraham Maslow, he sees the core
of human nature a push to satisfy the needs that se
cure physical and psychological survival. The theory
states that there are five (5) needs, which is contin
uum place at top of another. The satisfaction of eac
h need is a prerequisite to seek for the next meed t
o satisfy.
• Physiological Needs- are the most basic needs of
human such as food, clothing and shelter. A hungry
person ca not be expected to move other than to s
atisfy his stomach. Once satisfied, he has the reaso
n to seek other needs, which he desires to satisfy.
• Safety Needs- are those things that secure peo
ple from harm and difficulties. If one feels safe in
his present condition, he is more likely free from
fears and anxieties.
• Needs for belonging- refers to thw feeling of ac
ceptance amd approval from others. It is also a
matter of socialization. Man by nature is a social
being. He needs company where he can share fe
elings and sentements, and reciprocally response
the same.
• MASLOWS HIERARCHY OF NEEDS
• Esteem need- is the need for growth and developmen
t. A person wants to explore his potential and ultimat
e worth where he feels he is fitted. An engineer loves
to build; he is definitely motivated to carry out work t
hrough a construction of building.
• Self- Actualization refers to the "peak experience," wh
ich is the feeling of total freedom to change self-perce
ption in a healthy direction for greater creativity, expr
essiveness, and growth. In a specific form, self-actuali
zation varies from person to person. To satisfy this wa
nt, an individual will strive hard to become all he can
become, fully realize his full human potential.
• EXPECTANCY THEORY of MOTIVATION
• Wilfred J. Zerbe, offered another aspect on how to m
otivate people at work, which os called Expectancy T
heory. The essence of this theory is the belief that pe
ople choose actions that benefit them the most and
maximize value of their actions. It relates to the conn
ection between behavior and reward. It states that to
motivate bahavior, rewards must be valued and perfo
rmance of a task must lead rewards. Zerbe pressed e
mtirely the connection of these two, saying if one is
weak or missing the behavior is poorly motivated. Th
ere are three components that combined in order to
calculate the motivational force of a behavior: violen
ce, instrumentality, and expectancy.
• Valence- refers to the value of performance rewards to individual suc
h as monetary consideration and other things that are important to h
im, like promotion. On the other hand, instrumentality- is the perciev
ed relatiinship between the reward and the performance. It is a matt
er of evaluating the outcome of the performance. Finally, expectancy-
is the degree of which effort is percieved to cause performance.
• If effort leads to performance and the lack of it leads to deficiency in t
he performance, then expectancy is high. However, even if effort is ex
erted but performance does not change, then it is not required to cau
se performance. In other word, if people can believe that they contro
l performance with their behavior, expectancy occurs at the highest l
evel. Therefore, motivational force (mf) is equal to the product of exp
ectancy instrumentality and valence as specificall illustrated in a mat
hematical formulation as:
• MF= (E) (I) (V)
• So that if 1 is absent, or zero, then the whole equation is equal to zer
o that means no motivation is present.
• BIORHYTHM THEORY of MOTIVATION
• Dr. Herbert Zollitch comes up with an idea with what
was behind peoples' behavior. He had to grope along
by trials and scientific observations for better underst
anding individuals behavior and how to effectively de
al with it. A relatively new science called Biorhythms-
may have an explanatiin for individual's unusual exem
plary or very poor performance. This theory postulate
s ideas that all human beings, from the day they were
born to the day they die are influenced by three inter
nal human cycles: the physical cycle, emotional cycle,
and intellectual cycle has a positive phase, negative p
hase and the critical points, when the cycle changes fr
om positive to negative phase.
• In the positive phase, the body is releasing it
s energy at its peak where an individual expe
riences excellent sharp performance and dec
line. At the critical point, it is a whole day wh
ere the body is unstable and the individual is
expected to be in bad mood and definitely n
ot performing well. However, in the negative
phase, the body tends. To recharge and resto
ring the positive phase. In this phenomenon,
the individual would experience par below p
erformance in all its activities.
• ctivities.
• The physical cycle- is said to take twenty-three d
ays to complete. It affects human physical mobilit
y such stregth. endurance, coordination, and resis
tance to fatigue and disease. During the first half
of the cycle in its positive phase, an individual is e
xpected to be at its physical best. At the changing
point from positive to negative phase is the critica
l points, which excactly 11.5 days, the individual
will suffer some sort of weak feeling and can easil
y get sick. The body is vulnerable to accident and
bodily injuries, if the individual will not be cautiou
s enough.
• The emotional cycle takes - twenty-eight days t
o complete. This cycle bears the mood, sensitivi
ty and perceptions about the environment and
self of an individual. In the first half of the cycle
, the individual. In the first half of the cycle, the
individual is most likely to be at its emotional b
est, cheerful, optimistic, creative, and keenly se
nsitive. At the fourteenth day of this cycle is the
critical point, which the individual experiences
unstable, feeling and get easily upset. The last h
alf of the cycle, the individual tends to be subje
cted to irritatiins, frustrations, quarrelsome, an
d lonesome.
• The intelectual cycle takes around thirty-three da
ys to complete. It affects our mental functioning i
n terms of logical thinking and reasoning power, j
udgement, memory, receptivity to knowledge, an
d alertness. In the positive phase of this cycle, the
person is characterized to be in his mentally shar
p, perceptive and reasonable. However, at its criti
cal point the person suffers some sort of intellect
ual block out or becomes forgetful. This scenario
continously happens in some degree at the nega
tive phase where the individual becomes unmind
ful, inexpensive, and poor judgement.
• HE METHOD of DETERMINING BIORHYTHM C
YCLE
• The practical method of calculating the cycle
of an individual biorythm is by going back as f
ar as in day of his birth. First, determine how
many days a person lived in this work by mul
tiplying his age by 365 (number of days in aye
ar)